After starting a business independently, what should a startup pay attention to when recruiting people?

Recruitment is a very important thing, especially for startups. It may help you achieve a career, or it may destroy it. Wired magazine recently published an article "5 things to consider in your first job (in any industry)". The author, Bill Green, is an entrepreneur. He has worked in six start-up companies, and he has great opinions on the recruitment of start-ups.

The author believes that the recruitment mistakes of start-up companies often appear in two extremes.

Some founders are so worried about finding the wrong person that they can't recruit people for a long time. Others are eager for success and make hasty decisions.

Both of these practices are wrong, and the author lists five things that entrepreneurs need to consider in their early recruitment.

1. It is more terrible not to recruit people than to recruit the wrong people.

This is very important. The author has a principle that entrepreneurs should never be afraid of hiring a poor employee by mistake, as long as you can fire them as soon as possible.

Pre-recruitment is like playing golf, not seeking perfection. The point is that there are more good balls than bad balls.

2. Some positions can be outsourced in the early stage of starting a business.

Before early recruitment, entrepreneurs can ask themselves whether a position needs to recruit full-time employees and whether it can be outsourced first, such as flexible positions such as social media managers.

Hiring some capable part-time employees can not only bring more experience, but also use resources in other places that are more urgently needed.

3. Pay attention to the entrepreneurial mentality of recruiting employees

Many founders think it is necessary to hire qualified people from big companies. The author totally disagrees with this statement.

People who stay in big companies for a long time often don't have the genes needed to start a business. Their previous working environment was perfect and the process was clear. Startups are just the opposite.

Although candidates with many years of experience look attractive, entrepreneurs need to question whether they have the ability to start from scratch and entrepreneurial mentality.

Seek the recommendation of acquaintances

This is a reliable way to seek credible advice from the working partners around you.

Most of these recommended candidates are people who can personally vouch for them, which is very helpful for start-ups to quickly promote recruitment in the early stage.

Recruitment should start with the weaknesses of the founder, not the advantages.

The author wants to tell every young entrepreneur that you don't need someone like you.

What an entrepreneur needs is someone who can do what he can't or shouldn't do, or someone who can add value in a way that others can't. Only in this way can a perfect and qualified team be formed, which can cope with internal and external situations, because the roles can complement each other.

Finally, the author draws the conclusion that no matter who or how many people the entrepreneur employs, no matter at what stage, the real value of the initial employees lies in the subsequent practical process: initial training, mid-term management, and even the dismissal process.

This is the hardest lesson for first-time entrepreneurs, but they will eventually shape you into the entrepreneur you want to be.